Making mergers and acquisitions work: Strategic and psychological preparation

By Mitchell Marks, Philip H. Mirvis. 2001

412 citations recorded by the source corpus.

Subfields: Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/2257234caf4e3df8789ebc726c8fb65345a10677

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In Management Science and Operations Research

Citations in the corpus

The impact of cultural differences and acculturation factors on post-acquisition conflict ☆ (2010, background): “Marks and Mirvis (2001) present an even higher failure rate by suggesting that 75% of acquisitions fail to achieve their objectives.”
Dynamics of Acquired Firm Pre-Acquisition Employee Reactions (2012, background): “This mirrors Marks and Mirvis (2001) on the significance of pre-acquisition managerial relationship building to the success of an acquisition.”
Distributive justice, procedural justice, exemplarity, and employees’ willingness to cooperate in M&A integration processes : An analysis of the Air France-KLM merger (2011, background): “…as their willingness to make additional efforts and invest time to integrate cultures and processes to make the merger actually work (Cartwright & Cooper, 2000), is thus crucial to the success of postmerger integration (Buono & Bowditch, 2003; Haspeslagh & Jemison, 1991; Marks & Mirvis, 2001).”
Understanding the Human Side of Merger and Acquisition (2005, background): “For example, researchers have suggested that some amount of culture clash can prompt positive debate about what is best for the new organization (Marks & Mirvis, 1998).”
Employee Self-Perceived Creativity After Mergers and Acquisitions (2008, background): “Conversely, some employees will perceive the merger as a threat (Marks & Mirvis, 2000, 2001).”
The riddle of heterarchy: : power transitions in cross-functional teams (2014, background): “Yet, research frequently concludes that these interorganizational partnerships are often less successful than anticipated (Marks & Mervis, 2001).”